Our client began their Upstream development project with basic engineering management tools in place, and introduced an Engineering Authority to reside over process safety, quality, engineering and technical aspects. As the project transformed into a business unit, there was a need for an Engineering Management framework to maintain compliance and standards in those areas.
The challenge was to provide a compliant, best-practice, accessible framework that leveraged existing methods and tools, identified and filled gaps, and as a basis for the business unit progressing into the future.
With experience in engineering management systems, and in directly supporting the development project, Nova Systems (Nova) was engaged by the Engineering Authority to develop an Engineering Management framework for the newly formed business unit.
The initial task was to prescribe and scope the framework. Nova worked with the Engineering Authority to develop an Engineering Management Standard/Plan to comprise the approved requirements for the conduct of engineering activities in the new Business. The key purpose was to address compliance, major accident event barriers, and asset and operating integrity risk. The standard prescribed roles and responsibilities, instruments and policies, guidance, and the resultant Engineering Management system.
The second task was to implement the part of the framework needed by the Technical Authorities out in the field. Staff in those field roles needed to be assessed under National Professional Engineers Register/Registered Professional Engineer Queensland (NPER/RPEQ) guidelines, and also needed delegated authority, approved standard libraries, a central forum, and formal guidance on the performance of their roles.
Finally, Nova also examined the life-cycle end-to-end flow of engineering management, based upon a systems engineering approach. A subordinate Asset Life-Cycle Engineering Management Plan (ALEMP) was developed by interviewing Engineering Managers and leaders across the project to identify current practice and future needs.
Roles and responsibilities lie at the heart of business failures. The resultant ALEMP allows each stream of engineering to understand their role across the asset life-cycle and to work in synergy with other engineering and business functions.
The ALEMP represents a general plan for engineering delivery. Other lower level plans include those for engineering and technical integrity, assurance, configuration management, and technical information management. The supporting plans drove roles and responsibilities to the next level and aligned processes, procedures and data at the working levels.
Having a central, prescriptive Engineering Management Standard/Plan is essential to providing an integrated end-to-end management system. As the single point of focus for business unit engineering this method enables a comprehensive and high integrity approach to asset development and operations. The Engineering Management Standard/Plan provides a ready basis for internal and external compliance audit, planning, delivery and optimisation.